This survey is being held to gain more knowledge in the field of entrepreneurship by connecting with

small business owners/Entrepreneurs. You are requested to fill in the form. Thank you for your time.

Name____
Gender:___
Contact Information____
Rural/Urban
Level of Education:___
Previous Degree:___
Family Business: Yes/No___
Previous Entrepreneurial Experience:___
Any close relative doing business
Any blood relative helping or supporting in Business___
Nature of Entrepreneurial Venture.
Service __________
Manufacturing__________
No of Employees___
Yearly Income__
Year Profit___
Initial Investment___
Have you borrowed capital? If Yes the how much???__

TABLE 1.1 Mike Haynie’s “Measure of Adaptive Cognition”

How Cognitively Flexible Are You? On a scale of 1 to 10, where 1 is “not very much like me”
And 10 is “very much like me,” how do you rate yourself on the following statements?
Goal Orientation
 I often define goals for myself. 1 2 3 4 5 6 7 8 9 10
 I understand how accomplishment of a task relates to my goals. 1 2 3 4 5 6 7 8 9 10
 I set specific goals before I begin a task. 1 2 3 4 5 6 7 8 9 10
 I ask myself how well I’ve accomplished my goals once I’ve finished. 1 2 3 4 5 6 7 8 9 10
 When performing a task, I frequently assess my progress against my 1 2 3 4 5 6 7 8 9 10
objectives.

Metacognitive Knowledge
 I think of several ways to solve a problem and choose the best one 1 2 3 4 5 6 7 8 9 10
 I challenge my own assumptions about a task before I begin. 1 2 3 4 5 6 7 8 9 10
 I think about how others may react to my actions. 1 2 3 4 5 6 7 8 9 10
 I find myself automatically employing strategies that have worked in the 1 2 3 4 5 6 7 8 9 10
past.
  I perform best when I already much have knowledge of the task. 1 2 3 4 5 6 7 8 9 10
 I create my own examples to make information more meaningful. 1 2 3 4 5 6 7 8 9 10
 I try to use strategies that have worked in the past. 1 2 3 4 5 6 7 8 9 10
 I ask myself questions about the task before I begin. 1 2 3 4 5 6 7 8 9 10
 I try to translate new information into my own words. 1 2 3 4 5 6 7 8 9 10
 I try to break problems down into smaller components. 1 2 3 4 5 6 7 8 9 10
 I focus on the meaning and significance of new information. 1 2 3 4 5 6 7 8 9 10
Metacognitive Experience
 I think about what I really need to accomplish before I begin a task. 1 2 3 4 5 6 7 8 9 10
 I use different strategies depending on the situation. 1 2 3 4 5 6 7 8 9 10
 I organize my time to best accomplish my goals. 1 2 3 4 5 6 7 8 9 10
 I am good at organizing information. 1 2 3 4 5 6 7 8 9 10
 I know what kind of information is most important to consider when 1 2 3 4 5 6 7 8 9 10
faced with a problem.
 I consciously focus my attention on important information. 1 2 3 4 5 6 7 8 9 10
 My ”gut” tells me when a given strategy I use will be most effective. 1 2 3 4 5 6 7 8 9 10
 I depend on my intuition to help me formulate strategies. 1 2 3 4 5 6 7 8 9 10

Metacognitive Choice
 I ask myself if I have considered all the options when solving a problem. 1 2 3 4 5 6 7 8 9 10
 I ask myself if there was an easier way to do things after I finish a task. 1 2 3 4 5 6 7 8 9 10
 I ask myself if I have considered all the options after I solve a problem. 1 2 3 4 5 6 7 8 9 10
 I re-evaluate my assumptions when I get confused. 1 2 3 4 5 6 7 8 9 10
 I ask myself if I have learned as much as I could have after I finish the task. 1 2 3 4 5 6 7 8 9 10

Monitoring
 I periodically review to help me understand important relationships. 12 3 4 5 6 7 8 9 10

 I stop and go back over information that is not clear. 1 2 3 4 5 6 7 8 9 10

 I am aware of what strategies I use when engaged in a given task. 1 2 3 4 5 6 7 8 9 10

 I find myself analyzing the usefulness of a given strategy while engaged in 1 2 3 4 5 6 7 8 9 10

a given task.
 I find myself pausing regularly to check my comprehension of the 1 2 3 4 5 6 7 8 9 10
problem or situation at hand.

 I ask myself questions about how well I am doing while I am performing a 1 2 3 4 5 6 7 8 9 10

novel task. I stop and re-read when I get confused.
 TABLE 2.2 Scale to Capture How Entrepreneurially a Firm Is Managed
Strategic Orientation
As we define our strategies, our major
concern is how to best utilize the sources we
control.
We limit the opportunities we pursue
On the basis of our current resources.
The resources we have significantly
Influence our business strategies. .
Resource Orientation
Since our objective is to use our resources,
we will usually invest heavily and rapidly.
We prefer to totally control and own the
resources we use.
We prefer to use only our own resources in
our ventures.
In exploiting opportunities, access to money
is more important than just having the idea.
Management Structure
We prefer tight control of funds and
operations by means of sophisticated
control and information systems.
We strongly emphasize getting things done
by following formal processes and
procedures.
We strongly emphasize holding to tried and
true management principles and industry
norms.
There is a strong insistence on a uniform
management style throughout the firm.
There is a strong emphasis on getting line
and staff personnel to adhere closely to
their formal job descriptions.
Reward Philosophy
Our employees are evaluated and
compensated based on their responsibilities.
1 2 3 4 5 6 7 8 9 10. We are not constrained by the resources at (or
not at) hand
1 2 3 4 5 6 7 8 9 10. Our fundamental task is to pursue
opportunities we perceive as valuable and then
to acquire the resources to exploit them
1 2 3 4 5 6 7 8 9 10. Opportunities control our business strategies
1 2 3 4 5 6 7 8 9 10 Since we do not need resources to
commence the pursuit of an opportunity, our
commitment of resources may be in stages
1 2 3 4 5 6 7 8 9 10 All we need from resources is the ability to use
them.
1 2 3 4 5 6 7 8 9 10 We like to employ resources that we borrow or
rent.
1 2 3 4 5 6 7 8 9 10 In exploiting opportunities, having the idea is
more important than just having the money.
1 2 3 4 5 6 7 8 9 10 We prefer loose, informal control. There is a
dependence on informal relations.
1 2 3 4 5 6 7 8 9 10 We strongly emphasize getting things done even
if this means disregarding formal procedures.
1 2 3 4 5 6 7 8 9 10 We strongly emphasize adapting freely to
Changing circumstances without much concern
for past practices.
1 2 3 4 5 6 7 8 9 10 Managers’ operating styles are allowed to range
freely from very formal to very informal.
1 2 3 4 5 6 7 8 9 10 There is a strong tendency to let the
requirements of the situation and the
personality of the individual dictate proper job
behavior.
1 2 3 4 5 6 7 8 9 10 Our employees are evaluated and
compensated based on the value they add to
the firm
Our employees are usually rewarded by
promotion and annual raises.
An employee’s standing is based on the
amount of responsibility he/she has.
Growth Orientation
Growth is not necessarily our top objective.
Long-term survival may be at least as
important.
It is generally known throughout the firm
that steady and sure growth is the best way
to expand
Entrepreneurial Culture
It is difficult to find a sufficient number of
promising ideas to utilize all of our
resources.
Changes in the society-at-large seldom lead
to commercially promising ideas for our
firm.
It is difficult for our firm to find ideas that
can be converted into profitable
products/services
1 2 3 4 5 6 7 8 9 10 We try to compensate our employees by
devising ways that they can benefit from the
increased value of the firm.
1 2 3 4 5 6 7 8 9 10 An employee’s standing is based on the value
he/she adds.
12 3 4 5 6 7 8 9 10 It is generally known throughout the firm that
growth is our top objective
1 2 3 4 5 6 7 8 9 10 It is generally known throughout the firm that
our intention is to grow as big and as fast as
possible.
1 2 3 4 5 6 7 8 9 10 We have many more promising ideas than we
have time and resources to pursue.
1 2 3 4 5 6 7 8 9 10 Changes in the society-at-large often give us
ideas for new products and services.
1 2 3 4 5 6 7 8 9 10 We never experience a lack of ideas
that we can convert into profitable
products/services